Six Disciplines

OCTOBER 4, 2011

In their 2008 book "The Execution Premium: Linking Strategy to Operations for Competitive Advantage" (Harvard Business School Press), Harvard professors Dr. Robert S. That statement is then translated into specific objectives and initiatives, using other tools and processes, including strategy maps and balanced scorecards.

System 98

System Balanced Scorecard Execution Strategy 98

Six Disciplines

OCTOBER 4, 2011

In their 2008 book "The Execution Premium: Linking Strategy to Operations for Competitive Advantage" (Harvard Business School Press), Harvard professors Dr. Robert S. That statement is then translated into specific objectives and initiatives, using other tools and processes, including strategy maps and balanced scorecards.

System 85

System Balanced Scorecard Execution Strategy 85

Strategy Driven

JULY 13, 2011

Operating-cost productivity metrics might include the component costs for building an automobile or delivering a package, the rates of rework, and so forth. Cost structure metrics measure a company’s ability to manage its costs relative to competitors over three to five years.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

CO2

FEBRUARY 17, 2014

Often companies rush this process because of the cost of retaining outside support and/or the cost of being away from the office. Monthly staff meetings are usually reserved for reviewing financial performance, balance scorecard objectives, and major actions that have been forecasted in the annual strategic planning meetings.

Balanced Scorecard 79

Balanced Scorecard Review Strategic Planning Real Estate 79

Harvard Business Review

OCTOBER 17, 2018

The balanced scorecard was initially popularized in the early 1990s as a way for companies to look at varying aspects of the business, from customer satisfaction, to financial well-being to operational outcomes, all in one simple read-out.

Balanced Scorecard 8

Balanced Scorecard Team Benchmarking Efficiency 8

Harvard Business Review

OCTOBER 9, 2017

The Costs of Hurried Encounters. These consequences have clear human and financial costs. The physician-sherpa should be a partner on the journey, not simply a medical operative, extracting formulaic rules and implements from a toolbox. In other words, it might save money in the short term but wastes money over time.

Balanced Scorecard 9

Balanced Scorecard Contingency Plans Active Listening Guidelines 9

Harvard Business Review

APRIL 21, 2011

They aren't motivated by cost reduction, and they aren't likely to embrace cost-saving approaches. One strategy is to eliminate inefficiencies and waste so that you're providing consistent, reliable, low-cost services. Then there's a third killer of continuous improvement: the performance management system.

Balanced Scorecard 14

Balanced Scorecard Short-term Competitive Advantage Long-term 14